My focus has shifted from having all the answers to creating an environment where talents can shine.
Three years ago, if you had asked me what a job was, I would have given you a simple answer: it’s a set of problems to solve and a title on a business card. I saw my career as a series of transactions.
helpingI would come in, fix what was broken, and move on to the next challenge. When I joined the company as the Head of IT HelpDesk, my mindset was exactly that. My task was clear: fix the global HelpDesk. It was just another job.
My first big project was the transformation of the Global IT HelpDesk.
helpingOn paper, it was a standard assignment: select and implement a new ITSM tool and restructure the team. But this project was different. It wasn’t about servers or software; it was about people.
It meant unifying teams from different cultures and time zones into a single, cohesive unit. It meant late-night calls with one side of the world and early-morning meetings with the other, listening to their frustrations and building a system that would work for everyone, not just for headquarters.
That’s when it started to shift. As I built this network of contacts, I stopped seeing a list of employees and started seeing the individuals who powered our company.
helpingI realized that a support ticket wasn't just a technical issue; it was a barrier preventing a colleague from doing their best work.
The satisfaction I felt after launching the new global Service Desk wasn't just about a project completed on time. It was the feeling that we hadn't just fixed a system—we had connected our global community in a more meaningful way.
The idea that a job could be more than just a job was no longer a foreign concept. It became a driving force.
helpingI began to see that my own principles were a direct match with the company's values. It wasn't just that I was changing; it was that I had found a place where my personal purpose and the company's mission were perfectly aligned.
A year ago, I saw an even bigger opportunity.
helpingThe Service Desk was a foundation, but to truly support a company growing at our pace, we needed more. We needed to move from being a reactive support function to a proactive operational backbone. That was the genesis of the IT Operations team.
Today, that idea is a reality. My role is no longer just about fixing things. It’s about building and leading the five pillars that keep our business running smoothly across the globe.
helpingBut the most profound transformation has been in my approach to leadership. I’ve learned that my real job isn’t just to manage systems, but to lead people. In my team, I’ve found incredible individuals, each with their own unique greatness. My focus has shifted from having all the answers to creating an environment where their talents can shine, empowering them to make a real impact.
My network of contacts is no longer just a list of names for a project; it’s the fabric of our daily work.
helpingHelping a team in one part of the world run smoothly is the ultimate measure of my team’s success. I came here looking for a job, but I found a purpose: to build the engine that empowers everyone else to do their best work. And that has made all the difference.
